An Investigation of Multilevel Relationship between High-commitment HRM and Work Outcomes: The Mediating Effect of Psychological Ownership and

• Main Authors: Wu, Chin-Feng., 吳金鳳
• Other Authors: Chiang, Hsu-Hsin
• Format: Others
• Language: zh-TW
• Published: 2017
• Online Access: http://ndltd.ncl.edu.tw/handle/epsgqk

碩士 === 國立清華大學 === 人力資源與數位學習科技研究所 === 106 === The sustainable development of corporate social responsibility is the subject of continuing concern of global business. Taking care of employees is the core of corporate social responsibility. An organization establishes a long-term exchange relationship with employees through high-commitment human resource management. Employees work hard to achieve organizational goals, and the organization gives feedbacks to employees through managerial practices (Boon & Kalshoven, 2014). High-commitment HRM includes recruitment, selection, training, development, performance appraisal, incentive, compensation, benefits, and employee participation, all of which are significantly related to employee work outcomes (Collins & Smith, 2006; Kwon, Bae, & Lawler, 2010; Nishii, Lepak, & Schneider, 2008). The development of positive employees’ psychological experience which is affected environmental factors facilitates employees to have positive attitude and behavior in order to improve organizational performance. This study collected data from employees of optoelectronic industry, hierarchical linear modeling is utilized to examine relationships among high-commitment human resource management, work outcomes, psychological ownership and locus of control. 520 questionnaires were distributed, and 485 questionnaires were responded, showing the response rate is 93.3%. The findings of this study include: 1.There is a positive relationship between high commitment human resource management and psychological ownership. 2. High-commitment human resource management positively affects work outcomes. 3. There is a positive relationship between psychological ownership and work outcomes. 4. Psychological ownership mediates the relationship between high-commitment HRM and work outcomes. 5. External personality trait moderates the relationship between psychological ownership and work outcomes. The implication of this research includes:1.The implementation of high-commitment HRM makes employees produce psychological ownership, identify the organization, and improve work outcomes. 2. Psychological ownership is the mediator in the relationship between high-commitment HRM and work outcomes. 3. External locus of control can strengthen the relationship between psychological ownership and work outcomes. Compare to internal locus of control, employees with external locus of control feel they improve their work outcomes by high-commitment human resource management. High-commitment HRM make employees have a sense of positive encouragement and produce interdependent relationship and psychological attachment with the organization, improving employee work outcomes. The organization-level effect of results of high-commitment HRM of psychological ownership and work outcomes, showing high-commitment HRM makes employees produce feelings of identification and belongingness. These employees think they are organizational insiders, producing feelings of responsibility and effectiveness. Therefore, an organization makes employees produce intention to stay, enhance organizational performance and give positive feedbacks to society, thus fulfilling concepts of corporate social responsibility.